1. IT strategy & transformation
Capability statement
deeper

2. Benefits of IT strategy & transformation
 Better governance & organization
 Align business & IT strategy
 Cost management - Minimize unnecessary duplication.
 Unleash business value from technology investments
 Drive & enable business growth
 Enhance business integration and technology foundations
 Assure planning, development, and implementations of sound new
information technology resources taking advantage of the latest in IT
 Implement a Workforce Development Plan to identify the process of
recruiting new employees and developing existing employees to
maintain a skilled and properly staffed IT workforce.
 Continue emphasis on support and maintenance of existing IT
resources.
 Improve Enterprise Security and Identity Management.
2

3. Awareness Architecture Investment
3. Our high-level approach [AAI] Typical duration: 9-11 weeks
Awareness Architecture Investment
1 Understand Strategic 5 Determine Strategic
Context Intent for Next 2 to 3
2 Build Constituent Map Years
9 Define & Prioritize
6 Assess Hot Constituent Opportunities
3 Build Strategic, Current Capabilities
Financial and
Performance Views 7 Define Hot Constituent 10 Develop Multi-Stage
4 Build Heat Map Target Capabilities Transformation Roadmap
8 Develop Shortfall Impact
Our Approach is based on selekt’s CBM method for IT Transformation Strategy.
The above figure depicts the 10 steps of the CBM Method for IT Transformation
Strategy.
3

4. 4. About us
 A strategy & change consulting practice with expertise in business
strategy, operations strategy, organisational change and technology
strategy;
 A huge intellectual capital stemming primarily from working with
numerous international & regional clients in similar service and
audit industries;
 A large pool of specialised resources, with wide ranging skills; and,
 A well established practice in Beirut and Montreal which boasts local
and regional knowledge and experience.
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5. Sample deliverables
5

6. The Constituent Business Modelling (CBM) method is our
underlying framework for strategy development
It is based on business models that support strategic decision making in a manner
IVE
that is independent of process flows and organisational boundaries
AT
TR
US
ILL
A Business Constituent…
A full description of a
Business Component includes its:
Business Purpose – why it exists
Activities – what it does
Enablers – how it does it
Resources
Applications
Infrastructure
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7. 9
Business & IT Project Opportunities
IVE
Proposed Projects to implement Strategy
Group Biz. Unit 1 Biz. Unit 2 Biz. Unit Biz. Unit 4
AT
3
New eHR application
TR Project
US
Group #1 Project Project
Business Project Portfolio
L
Project
Component Rated and prioritized projects
IL
Business Group BU 1 BU 2 BU 3 BU 4
Model Project
Group #2 New eHR application
Project
Capability #1 Capability #2 #3 #4
Group #3 Project
Project Project
Capability #5
Cost
Savings
Capabilit
y
Reputati
onal
Project
Improve Impact
Capability #6
Group #4 Project
ment
H/ M/ L H/ M/ L H/ M/ L
H/ M/ L H/ M/ L H/ M/ L
H/
H/ M/
M/ L H/ M/ L H/
H/ M/
M/ L
Biz. Process Reengineering
L H/ M/ L L
H/ M/ L H/ M/ L H/ M/ L
Project
H/ M/ L H/ M/ L H/ M/ L
H/ M/ L H/ M/ L H/ M/ L
H/
H/ M/
M/ L
L H/ M/ L
H/ M/ L H/
H/ M/
M/ L
L
Quality
Project Compliance Control
Shortfall Group #5
Analysis Project
IT Project Portfolio
Group BU 1 BU 2 BU 3 BU 4
Business Unit
IT Governance
Group IT Reorganization
IT Services,
Processes,
Orga. ITIL implementation
IT People development
New IT career path
On demand
Infr.
Voice over
IP
To be done after finishing the other IT projects
Not in the frame of the current IT strategy
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8. Sample Deliverable: Review Business Model & Processes
CBM Heat Map With BCD, Revenue and Cost Attributions
IVE
AT
Business New Business Relationship Financial Control
TR
Servicing & Sales Product Fulfillment
Administration Development Management and Accounting
US
ILL
Business Fulfillment
Direct Sector Planning Account Planning Sales Planning Portfolio Planning
Planning
M L M L M L M L
Planning L M
Target Competency
B = Base
Sector Relationship Compliance C = Competitive
Business Unit
Management Management D = Differentiated
Tracking L M
M L M L Sales Fulfillment
Control M L
Management Planning Revenue / Cost
Product Credit Reconciliation Revenue
Staff Appraisals Management Assessment H L M L Cost
M L M L
(H, M, or L)
“Hot” Component
Product Directory Product
Sales
Staff L L Fulfillment Customer
M L
Administration M L Accounts Revenue/Profi
M L Credit M M t improvement
Execute Customer
Administration opportunity
Marketing Dialogue
M L Document
Campaigns
Production Management General
Administration Ledger Cost control
M L M L Contact Routing opportunity
L L M L L H L M
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9. Sample Deliverable: Baseline Assessment
CBM “Hygiene Analysis” with Systems Overlays
IVE
ATBusiness New Business Relationship Financial Control
TR
Servicing & Sales Product Fulfillment
Administration Development Management and Accounting
US gaps Planning
ILL
Fulfillment
Direct Business Planning Sector Planning Account Planning Sales Portfolio Planning
Planning
Business Unit Sector Relationship Compliance
Tracking Management Management
Fulfillment
Control Sales Management
Planning
Product Reconciliation
Staff Appraisals Credit Assessment
Management
over-
extension
Product Directory
Sales Product Fulfillment Customer
Staff
Administration Accounts
e.g.
Credit
Execute
Administration Customer Dialogue
Sys A
Marketing
Document
Production Campaigns General
Management
Administration Ledger
Contact Routing
duplication
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